Local garment industry must build its own brands

For more than four decades, Bangladesh’s readymade garment (RMG) sector has been the backbone of the national economy. It employs millions, drives exports and has advanced women’s empowerment. Yet, although Bangladesh is one of the world’s largest apparel exporters, producing for global giants, its own brands remain largely invisible. The factories and workers creating high-end labels rarely see Bangladeshi brand names on the tags.

The issue is not capability but mindset and strategy. Bangladesh excels in manufacturing but lags in brand building. Shifting from volume-driven production to value-added growth makes developing local brands essential -- elevating the country from a low-cost supplier to a recognised fashion origin.

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Competitive labour costs, large-scale capacity and strong compliance have made Bangladesh a go-to base for global fast-fashion and mid-range brands. But this success has locked the industry into the lower end of the value chain -- cutting, making and trimming -- while the higher margins from design, branding and retail are captured overseas. The next phase requires repositioning Bangladesh from a “manufacturing hub” to a “fashion origin”, where local entrepreneurs deliberately invest in brand identity, original design and direct consumer access at home and abroad -- so the country is known not just for how much it produces, but for the fashion it creates.

Strong Bangladeshi brands deliver multiple benefits: higher value addition, risk diversification, national image, skills upgrading and a stronger value chain. A basic T-shirt sold to an international buyer yields minimal local profit; a Bangladeshi brand that designs, markets and retails captures a far larger share of the retail price, maximising earnings from existing capacity and boosting export values. As global demand fluctuates and sourcing shifts, manufacturers often accept thin margins just to keep production lines running. Local brands, by contrast, build a regional consumer base that cushions external shocks and reduces dependence on a few major buyers. A respected “Made in Bangladesh” label, attached to genuinely Bangladeshi brands, can place the country alongside “Made in Italy” or “Made in Korea” as a mark of modernity, creativity and responsibility -- while branding deepens design, marketing and supply-chain capability.

The obstacles are real. Brand building demands capabilities beyond manufacturing — consumer insight, market research, creative design, digital marketing and retail management — yet many factory owners still prioritise production efficiency over strategy. Finance is hard to secure: banks prefer tangible assets such as machinery to the slower, less predictable returns of brand development. And the industry’s volume-focused culture is often unwilling to tolerate the small initial scale and long gestation period that successful branding requires.

Several shifts are essential. Policy incentives must move from rewarding sheer volume to promoting value addition -- supporting design education, branding and direct-to-consumer exports. The industry mindset must evolve, with the government and business associations actively mentoring and showcasing emerging brands, and valuing innovation and identity alongside scale. Entrepreneurs should systematically use e-commerce and social media to reach the diaspora and regional consumers at low cost. And all of this must rest on investment in accessible research and market data, enabling informed decisions on product development, pricing and positioning.

Bangladesh’s RMG story is one of resilience and scale; the next phase must emphasise identity and ownership. Local brands will complement manufacturing strengths, turning suppliers into proud partners. A rising generation of entrepreneurs seeks higher value and a stronger image. By supporting them, the industry can retain talent, diversify jobs and secure a competitive edge. Soon, global shoppers may actively seek out Bangladeshi brands -- reshaping perceptions and strengthening the economy.

The writer is founder and CEO of Bangladesh Apparel Voice. He can be reached at mohiuddinrubel@gmail.com